Whether you’re starting your own firm or want to grow an established business, this third edition of Business Strategies for Real Estate Management Companies will show you how to attract and retain clients, market your business more aggressively, expand the services you offer, and boost your company’s profits in today’s changing business climate. This new edition also features six case studies of real estate management companies in their infancy. It provides an inside look into the trials and tribulations that you will likely encounter, along with tips and lessons learned.

Topics include a comprehensive look at:

Hiring and retaining talent

Understanding the dynamics of the manager and client relationship

Creating a winning management proposal

Taking over a management account

Handling legal issues and ethical practices

Managing and mitigating risks

Business Strategies for Real Estate Management Companies provides guidance and insights for many situations that, along with your personal experience and knowledge, can help you take advantage of the opportunities and meet the challenges of the present and future.

Operating a property management company requires more than good communication and management skills. To be competitive, companies must have a sound infrastructure, strategic direction, and sufficient resources to achieve success. This report offers comprehensive guidance on all aspects of developing a successful property management business, and includes detailed coverage of:

If you like this white paper, you may be interested in the other papers in this series. For additional white papers feel free to access our papers on leadership.

The most common competency listed for virtually all job descriptions is good communication. It's not surprising, then, to find that is was ranked the second most important competency for real estate management professionals. While the ability to effectively communicate with others is critically important, it is one of the toughest skills to master - especially since the meaning of any communication is determined by the person receiving it and not the person giving it.

As a result, the same message can have a different meaning to different people. Have you ever sat in a meeting and then talked to someone afterwards who had an entirely different interpretation of what happened in the same meeting?This white paper explains how property managers can become effective communicators, and better leaders. The white paper includes the following information:

The three basic rules for making any communication more effective

How to craft the message to achieve your communication objectives

Communication barriers to avoid

How to be a better listener

How emotional intelligence (EQ) impacts communication

Specific actions you can take to be a better communicator

It's a pretty safe bet that if you can communicate effectively, you probably can't do your job very well. Fortunately, we can all improve our communication skills, ensuring everyone receiving our message gives it the same meaning as intended. The Leadership Development: Communications white paper can assist you in improving your skills.

If you like this white paper, you may be interested in the other papers in this series. For additional white papers feel free to access our papers on leadership.

By Shannon Alter, CPM

How much time do you spend on hiring staff? More importantly, how much time do you ultimately save by hiring someone who is a great fit for the job and for your company?

This white paper on recruitment and hiring helps you take a leadership approach by stepping back to reassess your current hiring and staffing process. Not only will this allow you to hire the best talent, but you’ll be able to reconsider any non-performers at the same time. As a real estate manager, you are often busy taking on greater (or different) responsibilities. As a result, when we’re trying to fill an open job, you may tend to look at the person, rather than the position you want to fill.

Understand the key principles that are crucial for your company and how you can recruit the best people for you team—and for your culture. Think about what’s already embedded in your corporate culture, and what you would like it to look like in the future. Download this white paper today to learn the answers to five essential questions.

IREM White Paper on Managing the Management Company: Retaining Talent

If you like this white paper, you may be interested in the other papers on leadership. For additional white papers feel free to access our papers on leadership.

Did you know that employees affected by change initiatives at work are three times more likely to leave the organization within the next year compared to those who haven’t been affected by organizational change? Did you also know that the stress, fear, and negativity that employees experience during change is also a leading cause of change initiative failure?

The IREM white paper, Retaining Talent During Change, provides information and strategies you need to both ensure the success of change initiatives and to overcome the threats that lead to greater employee turnover during times of change. With this white paper, you will learn:

Why employees stress-out about change

How employees respond to change

Five strategies for retaining talent during change

Tactics for improving your change management competency

If an organization doesn’t embrace change, it is most likely on a death march. But poor implementation of change initiatives can result in both failure and in the loss of good talent. Before your next change initiative takes place, learn what you need to know to be successful while also keeping your good talent on board.

If you like this white paper, you may be interested in the other papers on leadership. For additional white papers feel free to access our papers on leadership.

By Christopher Lee

What are you and your real estate management company doing to reduce risk and maximize future relevance?

One of the biggest threats to every real estate organization is the sudden or unexpected loss of a key leader. In fact, 40 to 60 percent of Baby Boomers currently employed are likely to retire or reduce their full-time workload. As a result, the real estate industry is verging on a sea of “flash” retirements. When those sudden retirements, unexpected illnesses, or resignations occur, there is limited time to transfer knowledge, relationships, and unique skills.

With the IREM White Paper on Succession Planning you will learn:

The benefits of having a succession plan

Four phases to creating a solid succession plan

Core questions to ask during the planning process

The eight components of leadership development

In the words of Christopher Lee, “Succession planning is not an option, it is a requirement.” Whether you are working in a large organization, mid-sized company, or small firm, you need succession planning. Get the conversation started and help prepare your real estate management firm with a solid succession plan.

This seventeenth edition of Principles of Real Estate Management highlights the current changes within today’s economy and their impact on real estate management, including online marketing techniques through social media and other outlets, the impact of sustainability, as well as sound maintenance techniques to keep any property primed for occupancy. Along with covering the foundations of real estate and economics, this edition also features more in-depth information on marketing and branding with additional images and graphics throughout.

Profile and Compensation Study, ARM Edition 2016

Using the detailed comparative data provided in this study, you can analyze your compensation and benefits and discover the ARM advantage! For the first time, both U.S. and Canadian content is included.

Profile and Compensation Study, CPM Edition 2016

What does earning a designation mean for property managers? Higher compensation? Bigger bonuses? Better benefits? According to the Profile and Compensation Study, CPM Edition, the answer to these questions is a resounding YES!

Analyze and compare the most critical characteristics of U.S. and Canadian compensation and benefit packages from detailed comparisons based on:

Available only in eBook format. If you would like to purchase a printed copy, click here.

Natalie D. Brecher, CPM

Your Personal Career Coach!A practical guide that provides the know-how to develop and manage your real estate career so you achieve the results you want. Interviews of successful real estate practitioners, along with the author's experience, provide the knowledge, ideas, and plan to create career success! for you.

Take charge of your future, plan your career path, and improve your professional success. Read the book and you’ll...

Explore available career options and select the right fit for you

Determine your niche’ - the area of the industry that will work best for you

Discover the environment where you will excel

Assess if you should be an employee or an entrepreneur

Improve your standing in the marketplace

Learn to network for maximum benefit

Be able to apply public relation techniques for your career

Find ways to maintain success throughout your career by staying above the competition

Ever wonder, or been asked, what do property managers really do? Over 1,400 members of the real estate management profession helped answer that question.

If you are curious about what those professional told us, you can find it in “What Property Managers Do: IREM Real Estate Management Job Analysis”. In addition to learning what real estate managers do, you will also find out what special knowledge they need to successfully perform their tasks and duties.

This comprehensive study breaks out task and knowledge requirements by a number of demographic categories, including:

IREM practices diversity. We are an inclusive organization that embraces and values differences and welcomes individuals of all races,
genders, creeds, ages, sexual orientations, gender identities, and national origins and individuals with disabilities, providing an equal opportunity environment
among its members, vendors, and staff.
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